Transcript Role & Qualities of a Practice Manager

Role & Qualities of a
Practice Manager
Abi, Peter & Fyodor
November, 2006
Why become a practice manager?
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It's a unique job helping to provide primary care
health services to the local community
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It's a people job: working with people, for people
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It's a team job working alongside doctors, nurses,
administrative staff and others
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It's a job that is growing and developing to keep
pace with changes in how primary care is organised
Qualifications
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The Diploma in Primary Care Management
(DPCM) is the only nationally-recognized
qualification designed specifically for practice
managers.
The course is workplace-related and open to
people already working in health or social
care, or people with more general
management experience
The Course
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Module 1 - Manage Ethics and Medico Legal
Requirements
Module 2 - Manage Staff
Module 3 - Manage Processes and Patient
Services
Module 4 - Manage Healthcare Resources
Module 5 - Manage Data and
Communications in a Healthcare Selling
Module 6 - Business Project
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AMSPAR – the association of medical
secretaries, Practice Managers,
Administrators and Receptionists.
AMSPAR is an Awarding Body, recognised by
the Department for Education and Skills. A
range of qualifications is offered, suitable for
delivery as either full or part time study
programmes.
The personal attributes of the Practice
Manager
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Excellent leadership, organizational and
communication skills, and an ability to work with
people on all levels
Building a team atmosphere
Information management skills, and backed up by
good IT literacy
Ability to work under pressure and prioritize work
Respect for patients and confidentiality
Tact and diplomacy
Interest in both healthcare delivery and business
management.
Managing change
Practice Administration
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Practice organization
Staff management
Strategic Activities
Patient welfare
Management of practice finances
Health and Safety
Management of Premises
PRACTICE ORGANISATION
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Plan, coordinate and monitor staff activities to enable efficient
services to be offered to patients.
Ensure the reception area and appointments system is working
effectively.
Plan, coordinate and provide workforce rotas, making sure there
is adequate cover for absence.
Initiate effective communication channels between the whole
team.
Manage the ordering of stationery, equipment, medical supplies,
furniture and fittings etc.
Provide assistance to doctors in non-medical procedures when
required.
Ensure that medical records, repeat prescriptions, disease
registers and electronic records are accurate, up-todate,and that
prescribing data is monitored.
MANAGEMENT OF STAFF
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Provide the full range of personnel management services
including: recruitment, supervision, training, welfare, health and
safety.
Ensure employment contracts, job descriptions and all necessary
documentation are drawn up.
Implement systems for performance reviews and GP
appraisal/revalidation.
Facilitate collaborative and multi-disciplinary team working and
motivate staff.
Advise on all aspects of employment law, pensions, Data
Protection, and health and safety at work.
Plan, develop and monitor the induction and training provided to
GP Registrars.
Ensure disciplinary and grievance procedures are in place.
STRATEGIC ACTIVITIES
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Manage the practice in line with the aims and
objectives agreed with the partners; ensuring that
the business strategy is completed.
Manage change brought by internal (i.e. the need
for a new partner) or external (i.e. new legislation)
sources.
Initiate and participate in new policies and
procedures within the practice.
Act as the focal point for communication, liaising
between the practice team members and the PCT.
Collect statistics, prepare reports and undertake
research as required.
PATIENT WELFARE
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Plan, develop and implement systems to ensure
adequate provision of services to patients.
Deal with patient enquiries and complaints, and
promote patient satisfaction.
Implement systems for the collation and
dissemination of patient advice and information.
Liaise with outside contacts (i.e. Health Authorities)
related to the provision of patient services.
ADMINISTRATION OF PRACTICE
FINANCES
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Manage the administration of the staff payroll, NI contributions
and pension scheme.
Administer and reconcile all practice income and expenditure by
managing: the maintenance of the accounts books; the control of
accounts sent and invoices received; the petty cash; and the
year-end preparation of accounts.
Financial forecasting and cash flow.
Ensure submission of claims and check receipt of payments to
and from the Health Authority.
Liaise with accountant, bank manager and Health Authority.
Manage the profitability of the practice, especially through the
attainment of quality points.
HEALTH AND SAFETY
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Ensure compliance with legislation relating to health
and safety.
Develop and implement health and safety policies
and procedures in the practice.
Provide direct training on health and safety
procedures for all members of the practice team.
Ensure premises and staff insurance is maintained.
Ensure all accidents and/or dangerous incidents are
recorded and investigated.
MANAGEMENT OF PREMISES
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Ensure adequate cleaning, maintenance, and
general security of the premises.
Provide staff training in all necessary areas of
premises maintenance.
Arrange for repairs, replacement or
necessary decoration; and supervise any
building maintenance.
Ensure that excellent hygiene standards
(including infection control) are maintained in
the building and waste disposal coordinated.
Top 20 Issues in Practice Management
Finding and retaining qualif ied staf f (at all lev els)
Succession planning/f unding partner retirement
Marketing/practice growth
Seasonality /workload compression
Fee pressure/pricing of serv ices
New standards' ef f ect on smaller f irms
Keeping up with technology
Changes and complexity of the tax laws
Keeping up with the standards
Public perception of the v alue of a CPA License
Balancing the needs of staf f with the needs of the f irm
Prof essional liability /risk management
State initiativ es to duplicate/extend Sarbanes-Oxley
Dev eloping/implementing a strategic or long-range plan
Partner compensation
Public perception of ethics within our prof ession
Enf orcement of ethics across prof ession
Training partners and staf f (technical)
Attracting students to public accounting/local f irms
Establishing accountability f or perf ormance at the partner lev el
0% 5%
Most Important Issue
Top 5 Issue
10% 15% 20% 25% 30% 35% 40%
Bottom 21 Issues
The f uture growth of the prof ession
Forming strategic/practice alliances
Capitalizing on opportunities in consulting
Establishing accountability f or perf ormance at the staf f lev el
Choosing a niche or specialization
Identif y ing, dev eloping and f unding new serv ices
Ef f ectiv e utilization & management of human resources
Merging y our f irm/acquiring a f irm
Auditing f or f raud
Compensating staf f /using bonus and incentiv e programs
Replacing declining compliance serv ices
Competition (including competition f rom non-CPAs)
Loss of market share f or CPA ~generalists~
Training partners and staf f (non-technical)
IRS electronic f iling initiativ e
Billing sy stems
Record retention issues
Impact of technology prov iders on market and deliv ery
Consolidation within the accounting prof ession
Dev eloping international opportunities
Most Important Issue
Top 5 Issue
Dealing with the media
0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%
A humorous look at the role
by Practice Managers
themselves
A good Christmas present for a newly appointed
Practice Manager?!?
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The thick skin of a Rhino
The wisdom of Solomon
The patience of Jobe
The speed of Superman
The mathematical brain of Carol Vorderman
The multi-tasking of Microsoft
The legal brain of the Lord Chief Justice
... and, I nearly forgot .... the screwdriver of the
electrician, the wrench of the
plumber and the brush for sticking up (whatever) .....
Continued
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A circus juggling course would be good - so she/he
can keep them all in the air without dropping one!!
No point - whatever you get him he won't have time
to use it.
A shredder ........?
A magic wand, an extra set of arms and ears, and
diplomatic immunity may be a start!
A large box of tissues for counselling staff, doctors,
patients, etc.
A good sense of humour, and a 'Do Not Disturb' sign
A light fitting- 'cos she/he'll feel the need to hang
himself from it frequently.
Thank you!!!